Perfect digital banking to excel in today's financial markets - Oaperg Technology
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Perfect digital banking to excel in today’s financial markets

Becoming a platform organization is one decisive way ahead. This means rethinking both the conventional value chain and the role of the company in it. Bankers should decide which resources they can efficiently deliver and which ones they can procure from others. For others, this transition would entail embracing integration-centric digital systems that can incorporate analytics, artificial intelligence, and automation. Banks can vary in their ability to bring a more cohesive image of knowledge that helps the bank extract, communicate, and operationalize insights.

Using a digital network to partner up with others to amplify their collective abilities, as financial services firms take the best of what they have now, they will secure a clear new place in a rebuilt ecosystem.

To succeed in today’s rapidly changing financial services sector, executives need to reconsider the central value chain of banking and their place within it. In the past, it made sense to offer end-to-end services, but today’s environment needs bankers to decide which benefits they should efficiently provide and those that can be sourced from partners.

The introduction of a modern digital infrastructure that enables technology such as analytics, artificial intelligence (AI), and automation to be implemented while using APIs to do business with other vendors and stay agile in this fluid climate would be essential to success.

All, after all, shifts at once. While the industry is grappling with increased regulatory pressures and resource constraints, demographic trends contribute to a digital lifestyle and push down confidence and loyalty, leading to lower returns, increased operational costs, and structural financial risks in a competitive macroclimate.

There are evolving digital market models, including platform firms, peer-to-peer lending, investing, and cooperative models. Alongside technologies such as public ledgers and cryptocurrency, these arrive. These developments provide promising new possibilities for traditional players in financial services but also pose significant risks.

  • The rise of fast-moving, creative, and disruptive players is among the latest threats, including:
  • FinTechs: Threatening banks to disintermediate productive customer-facing businesses while ignoring regions of capital intensity
  • Non-bank rivals: offering services to clients of a particular retailer, car dealer, or other enterprises not generally known as a banker
  • Wallet services and networks for money transfer: embedding themselves in online shopping and other transactions
  • Digital-only banks: market choice, away from the high costs of brick and mortar branches running
  • Big Tech: Make extreme advances in fees, deposits, loans, and investments

The aspirations of banking customers have also been boosted by the digital experience and low prices provided by new entrants. Now accustomed to fast mobile, simple, private, and safe transactions, clients expect the same to be delivered by their banks. However, many banks can not offer these resources, which are kept back by outdated processes, persistent data, internal silos, and a lack of potential for reform. The core structures of most banks are massive, complicated, monolithic, and all but agile.

No Cynicism or No Room For Indifference

Given too much transition, suppliers of financial services have to shift rapidly. Competitors are trying to break the industry’s existing value chains are grabbing the high return-on-equity (ROE) pieces of the value chain while leaving incumbents with the low-ROE parts. Their pioneering work transforms and facilitates fundamental systemic improvements in the position of market participants.

For starters, consider how FinTechs reimagine the value chain around lending. A bank’s value chain for loans has historically ranged from the point of origin to its operation. However, FinTechs are introducing other services, including loan securitization, expanding the loan’s value chain beyond mere originating, and sorting. The days of banks being able to fight back to protect their conventional value chains have gone. Instead, deciding what new positions they will fill is now their only real choice.

Identifying the steps in the transformed supply chain is the first step. Banks can then determine where they can and should take part. Efficiency is one essential element in the decision. It is an environment where banks may find themselves at a disadvantage relative to FinTechs, which will use emerging technology to simplify processes and replace intermediaries, including advanced analytics, artificial learning, robotics, and blockchain.

That could reflect a new opportunity if a bank can update its game, incorporate these innovations effectively as FinTechs, and integrate them with their size. Even if they can not, it could reflect a new opportunity, one in which banks, rather than compete directly, carry their size to partner with FinTechs.

Another main factor is profitability. In modern value chains, what are the most profitable steps? And can these moves and or even better than the competition be given by a bank or capital market provider? As most banks now realize their cost base, this is maybe one of the most straightforward determinations.

In banking’s latest value-chain calculus, regulatory enforcement also needs to be addressed. This is a place where typical banks get their knees out. They’ve established veterans, having been complying for decades with business and government legislation. FinTechs, by comparison, are entrants to enforcement, but some are now big enough to draw regulatory scrutiny. Banks can see this as a strategic advantage; they have both the experience to meet regulatory standards and the enabling facilities.

Eventually, the issue of human resources would need to be discussed. Particularly in new and evolving areas such as big data, robotic process automation (RPA), and AI, there is a global shortage of trained IT staff. Consequently, few banks already have the capabilities they would need to turn themselves into digital firms.

The right ethos is essential. Digital companies are fast, scalable, and open to innovation. On the other hand, the culture of banking is generally slow and controlled, reflecting the aversion of the industry to risk, the culture of regulation, and the overarching need for stability.

Consumers would not have always loved this speed, but they were prepared to put up with it, partly because it offered stability and protection and partly because they had no alternative. Customers today will get FinTech banking systems that run like startups, many of which are startups. These organizations run rapidly, use modern methodologies such as Agile and DevOps, and consider failure as an inevitable, often educational move to creativity.

The road to advance

For suppliers of financial services, turning away from monolithic and inflexible legacy systems and towards cloud-based resources is one way ahead. Banks can become agile digital organizations by reconstituting their underlying structures to reduce data friction and increase operationalizing the information that the data offers.

This suggests keeping a laser concentration on the data itself. The absence of integrated data indicates that large teams merely gather and record information. It also means that many banks do not understand their clients, nor do banks understand how to offer customized services by compiling information services. To assess consumer desires, they need to harness qualitative data. Is the client, for instance, a big smartphone user, a web user, or both? Where and when? An overview of spending patterns, such as raising a newborn, might suggest a pending life event. Will the client want a college savings account to be set up?

Banks have a treasure chest of behavioral data about consumers. They will evaluate a client’s behaviors and use them to optimize the customer’s experience better, make customized feedback, and drive a more significant wallet share. Understanding and inferring “intent” will form the next step of customer service, and cognitive innovations are the enablers.

Banks need to “componentize” internal systems to make this possible and split down parts into compatible modules or utilities. Banks may also become enablers for partners finding new goods and services to grow. This moves the fundamental sourcing paradigm of a bank from the outsourcing of business processes (BPO) to business process services (BPS) and, finally, to business processes as a service (BPaaS).

Automation, too, is essential. It is possible to automate specific banking procedures, allowing human staff to manage exceptions. However, to significantly increase performance, functionality, and uptime, this would entail modern digital technologies capable of integrating analytics, automation, AI, and Lean processes. Banking data for machine learning systems, neural networks, text-to-speech, automated decision-support systems, and other advanced technologies can also be prepared through such smart automation platforms.

Instead of providing the end-to-end services themselves, banks may use APIs instead, integrating their data with third-party data and services to create creative capabilities. Third parties can, in some cases, offer much better services than banks may build themselves. In comparison, as services to others, banks could also have best-of-breed capabilities. This will entail making their core processes open to outsiders, which banks have seldom done.

Core financial systems and capabilities will become “consumable” through API-driven interfaces as part of this change, generating exceptional results. These fundamental mechanisms, such as transfers and mobile wallets, become services that can be consumed by both a bank and its third-party suppliers. Services from third-party vendors, on the other hand, maybe built into banks’ networks. This may sound daring, but many tech companies, including Facebook and Amazon, are also doing this, developing new API capabilities to incorporate and communicate with third-party providers’ capabilities.

Providers may become collaborators as well. Some banks have invested in FinTechs, taking an approach of “If you can’t beat them, join them.” Which could make it easier for big digital technologies, including “know your customer” (KYC) and new accounts, to be created. A single bank will essentially sew a passel of services and present them under a single bank name to customers.

Is it worthwhile taking this long journey? We’re thinking so. Financial services companies will have a new place in their rebuilt environment after the digital-transformation trip. They can clearly understand their position in the value chain, their strategic edge, specialty areas, and their ability to work with third parties.

This value chain reassessment will also release banking and stock market companies from the need for the end-to-end provision of all services. They should instead add open APIs that allow different microservices to be provided by trusted third parties.

The need for an underlying platform should now become apparent. Such a platform would be scalable, fully integrated, and capable of exploiting new growth strategies that help banks respond rapidly to industry developments, such as Agile, DevOps, and Lean.

It should now become apparent the need for other emerging innovations. This includes blockchain, especially in commercial banking, where the platform helps bankers quickly and safely exchange data with customers more directly. Machine learning is another beneficial emerging technology. With anomaly detection, it will improve protection and help find potential prospects for cross- and upselling.

Banks that reassess their value chain and build new supporting platforms should rely on their most significant capabilities for a competitive edge. They will appoint third-party partners with other, non-differentiating capabilities. To minimize capital costs, increase scalability and versatility, and preserve high protection and privacy standards, they should use the cloud.

New systems will improve client satisfaction significantly. Any consumer contact and procedure can be streamlined with the correct techniques, leading to smoother, more efficient transactions. Customers will now experience better bank flexibility and improved access to their account data, delivering replies in minutes, not days.

Finally, through mergers and acquisitions, the best platform will help banks expand, making it much easier to incorporate diverse processes.

To get started

Ready for today’s modern digital value chain to change your financial services organization? Then you begin with five simple steps:

1. Evaluate yourself. What’s your new condition? How would you excel? Are there any Collaboration Opportunities? Are there resources that you can give to others? In terms of both data and organization, where are the silos? What areas do you represent, and how will that change in the future?

2. Analyze the rivalry. Who’s fighting for your company out there? What challenges would you be facing in what markets? But also, are there rivals who could become partners? Are there FinTechs, for instance, who deliver services cheaper or quicker than you can, but who would be able to collaborate for your greater reach?

3. Be obedient. Reconsider steps 1 and 2, both those that you may deal with now and those you may face in the future, this time through the prism of regulations. Where do the problems lie? And where would there be new opportunities?

4. Think growth. Does your business pursue development, and if so, how? Organically, or some other way by M&A activity? Your reaction, however, will impact your end state, your future alliances, even the technology that you want to implement.

5. Create a view of your end-state. When the company expands online, what does it aspire to be? The wise approach includes keeping clients at the center and providing programs that serve their requirements.

To hit your destination, set up gradual steps. Prioritize the skills and roles you plan to fulfill, determining first, second, and beyond which should come.

Using modern methodologies such as Agile, Lean, and DevSecOps, then build a comprehensive implementation strategy to get there. This includes new cultural ways of thinking and behaving, however, done correctly, they will assist the company with automation to create, evaluate and launch, providing rewards at the quick speed that your consumers currently expect.

How Oaperg and its partners can help

The fastest rising supplier of banking applications and front-office managed trading tools is Oaperg Technology. We help banking and capital markets customers with ever-business expertise and specialist facilities and tools to bring about change.

To further assist banks, Oaperg has built an ecosystem of collaborators that co-innovate and offer solutions jointly.

To provide intelligent automation on the scale, Oaperg has developed a next-generation service delivery platform. Our new digital-generation distribution network is named Oaperg Polynix. The Oaperg platform helps us quickly develop and deploy partner-engineered, scale-based, and repeatable offerings and solutions.

The time to act is now. Be the disruptor; don’t be interrupted. To discern between speed and efficiency, let us help you invent and turn.

Learn more at www.oaperg.com/banking-finance/

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